The potential of the frontline manager

Purpose The paper seeks to create an awareness that by adopting the designation of frontline manager the position should now be demonstrating a more significant contribution from merely supervising work to a wider concern for organisational effectiveness and productivity. Design/methodology/approach The paper considers ways by which benefit and gains might be achieved by greater voluntary input from the workforce, thereby achieving better cost‐cutting results. Findings The main finding is the realisation of the latent value of natural teams if their involvement is encouraged and recognised. Originality/value The latent value of natural teams exists and can be encouraged.